Post on 17-Nov-2014
description
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Motivating the employees for
better performance
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Early Theories of Motivation
Maslow’s Hierarchy of Needs
MacGregor’s Theories X and Y
Hertzberg’s Two-Factor Theory
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Early Theories of Motivation
Maslow’s Hierarchy of Needs
MacGregor’s Theories X and YHertzberg’s Two-Factor Theory
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Early Theories of Motivation (cont’d)
McGregor’s Theory X and Theory Y
Theory XAssumes that workers have little ambition, dislike
work, avoid responsibility, and require close supervision.
Theory YAssumes that workers can exercise self-
direction, desire responsibility, and like to work.
Assumption:Motivation is maximized by participative decision
making, interesting jobs, and good group relations.
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Early Theories of Motivation
Maslow’s Hierarchy of Needs
MacGregor’s Theories X and Y
Hertzberg’s Two-Factor Theory
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Early Theories of Motivation (cont’d)
Hertzberg’s Motivation-Hygiene Theory
Job satisfaction and job dissatisfaction are created by,
Hygiene factors: extrinsic ( job environment) factors that create job dissatisfaction.
Motivators: intrinsic (psychological factors/job content) factors that create job satisfaction.
Attempted to explain why job satisfaction does not result in increased performance.
The opposite of satisfaction is not dissatisfaction, but rather no satisfaction.
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Early Theories of Motivation (cont’d)
Exhibit 1Contrasting Views of Satisfaction-Dissatisfaction
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Early Theories of Motivation (cont’d)
Exhibit 2Hertzberg’s Motivation-Hygiene Theory
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Early Theories of Motivation (cont’d)
Motivators
Achievement: This is a measure of the opportunities for you to use your full capabilities and make a worthwhile contribution.
Responsibility: A measure of freedom of action in decision-taking, style and job development.
Recognition: An indication of the amount and quality of all kinds of ‘feedback’, whether good or bad, about how you are getting on in the job.
Advancement: This shows the potential of the job in terms promotion. The story of the monkey.
Work itself: The interest of the job, usually involving variety, challenge and personal conviction of one’s significance.
Personal Growth: Opportunities of learning and maturing.
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Contemporary Theories of Motivation
Three-Needs Theory
Goal-Setting Theory
Reinforcement Theory
Designing Motivating Jobs
Equity Theory
Expectancy Theory
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Contemporary Theories of Motivation
Three-Needs TheoryGoal-Setting Theory
Reinforcement Theory
Designing Motivating Jobs
Equity Theory
Expectancy Theory
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Motivation and Needs
Three-Needs Theory (McClelland)
There are three major acquired needs that are major motives in work.
Need for achievement
The drive to excel and succeed
Need for power
The need to influence the behavior of others
Need for affiliation
The desire for interpersonal relationships
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Contemporary Theories of Motivation
Exhibit 3Examples of Pictures Used for Assessing Levels of Need for affiliation, Need for power and Need for achievement.
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Contemporary Theories of Motivation
Three-Needs Theory
Goal-Setting TheoryReinforcement Theory
Designing Motivating Jobs
Equity Theory
Expectancy Theory
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Contemporary Theories of Motivation
Exhibit 4Goal-Setting Theory
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Contemporary Theories of Motivation
Three-Needs Theory
Goal-Setting Theory
Reinforcement TheoryDesigning Motivating Jobs
Equity Theory
Expectancy Theory
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Motivation and Behavior
Reinforcement Theory
Assumes that a desired behavior is a function of its consequences, is externally caused, and if reinforced, is likely to be repeated.
Positive reinforcement is preferred for its long-term effects on performance
Ignoring undesired behavior is better than punishment which may create additional dysfunctional behaviors.
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Contemporary Theories of Motivation
Three-Needs Theory
Goal-Setting Theory
Reinforcement Theory
Designing Motivating JobsEquity Theory
Expectancy Theory
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Designing Motivating Jobs
Job DesignThe way into which tasks can be combined to form complete jobs.
Factors influencing job design:Changing organizational environment/structureThe organization’s technologyEmployees’ skill, abilities, and preferences
Job enlargementIncreasing the job’s scope (number and frequency of tasks)
Job enrichmentIncreasing responsibility and autonomy (depth) in a job.
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Designing Motivating Jobs (cont’d)
Job Characteristics Model (JCM)
A conceptual framework for designing motivating jobs that create meaningful work experiences that satisfy
employees’ growth needs.
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Job Characteristics Model (JCM)
Exhibit 5Job Characteristics Model
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Job Characteristics Model (JCM)
Exhibit 6Guidelines for Job Redesign
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Contemporary Theories of Motivation
Three-Needs Theory
Goal-Setting Theory
Reinforcement Theory
Designing Motivating Jobs
Equity TheoryExpectancy Theory
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Motivation and Perception
Equity Theory
employees perceive what they get from a job situation (outcomes) in relation to what they put in (inputs) and then compare their inputs-outcomes ratio with the inputs-outcomes ratios of relevant others.
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Contemporary Theories of Motivation
Three-Needs Theory
Goal-Setting Theory
Reinforcement Theory
Designing Motivating Jobs
Equity Theory
Expectancy Theory
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Motivation and Behavior
Expectancy Theory
Effort: employee abilities and training/development
Performance: valid appraisal systems
Rewards (goals): understanding employee needs
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Essence
Exhibit 7Integrating Contemporary Theories of Motivation
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Essence
Theory to Practice
Use goals
Ensure that goals are perceived as attainable
Individualize rewards
Link rewards to performance
Check the system for equity
Use recognition
Show care and concern for employees
Don’t ignore money
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It is all about people
THANK YOU!
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